Training and Development

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 After studying this chapter,
you should be able to:
1. Describe the basic training process.
2. Conduct training need analysis (TNA)
3. Explain how to distinguish between problems
you can fix with training and those you can’t.
4. Describe how to use different training
techniques.

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Some Facts about Training ……

The training these days is just

so high tech but still inefficient!
Training budget is minimal & inequitable share b/n
managers and first line employees.
When times get tough, training is the first expenditure
cut.
“Not more than 6 - 10 % of expenditures in training
actually result in transfer to the job.”

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 Distinction between Training and Development

Training may be defined as a planned program designed to improve

performance and to bring about measurable changes in knowledge,
skills, attitude and social behavior of employees for doing a particular
job.
Training provides employees with specific, identifiable knowledge
and skills for use on their present jobs.
Training is a short-term process utilizing a systematic and organized
procedure by which workers acquire technical knowledge and skills
for a definite purpose
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 Development on the other is the systematic process of education,
training and growing by which a person learns and applies
information, knowledge, skills, attitudes and perceptions.
Development being broader in scope and focusing on individuals
gaining new capabilities useful for both present and future jobs.
It is often the result of experience and the maturity that comes with
it.
Development is said to include training to increase skills and
knowledge to do a particular job and education concerned with
increasing general knowledge and understanding.
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Example:-It is possible to train most people to run a postage meter,

drive a truck, operate a computer, or assemble a radio.

However, development in such areas as judgment, responsibility, and

decision making, is much more difficult, because such factors may or

may not develop over time, either through life experiences or as part

of a planned program.

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 Training Development

Understand information concepts and

Learn specific behaviors and actions; context; Develop judgment; Expand
Focus: Demonstrate techniques and processes capacities for assignments

Shorter-term Longer-term
Time Frame:

Qualified people available when

Performance appraisals, cost/benefit needed; promotion from within
Effective possible; HR-based competitive
Measures: analysis, passing tests, or advantage
certification

FIGURE 11—1 Development versus Training

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Importance of Training

Increase in production & quality

Reduction in errors

Less supervision necessary

 Trained employee can retain

customers by providing effective

service
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Increasing use of fast changing

techniques in production with

minimum cost
 Reduction in manpower

obsolescence
Reduces tension, boost morale and

job satisfaction, reduces injuries and

accidents

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Training also result in Reduction to

turnover & absenteeism

 Training is necessary when a person has to

move from one job to another because of

transfer, promotion or demotion
Support career development

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Before we go for training we
should answer

Desired Performance - Actual Performance

= High gap

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“Is the cost of the discrepancy (gap) high
enough that it seems worth pursuing a
solution?”

If the answer is no…..

IGNORE

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Ques. 2: What is the
Cause(s)?
Is it a problem of skill
or
a problem of will?

I don’t
wanna! I don’t know
how.

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 Ques. 3
Is the problem can be solved by training?

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 Cause Solution
If skill or knowledge……….training
If lack feedback……………..feedback, standards
If not motivated…………….rewards, consequences
If unclear expectations…..std, measure, discuss
If job environment…………change environment
If potential……………………change personnel

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Summary: To train or not to train…
First determine cause(s) Calculate cost
Only then look at
Select best
possible solutions solution(s)
Seek integrated
solution systems that Implement
get to the root of the
problem

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Process of Training and
Development

There are three major phases in a training system:

(1) the assessment phase
(2) the implementation phase, and
(3) the evaluation phase

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 Implementation Evaluation
Assessment
Compare
Select Training
Determine Training Outcome
Training Methods Against
Needs Criteria

Identify Arrange for

Training Training
Objectives

Develop Pretest Conduct Monitor

Criteria Trainees Training Training

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 Training Needs Assessment
A needs assessment is the process of
identifying performance requirements and
the "gap" between what performance is
required and what presently exists.

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 Organization-wide Sources
Grievances Observations Exit Interviews Waste/Scrap
Accidents Complaints Training Observations Equipment Use

Task Analyses Sources

Job Requirements = Employee KSAs
Job Description Requirements = Job Specifications

Individual Employee Sources

Tests Records Assessment Centers
Questionnaires Performance Appraisals Attitude Surveys

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Identify Training Objectives

Once training needs have been identified

using the various analyses, then training
objectives and priorities must be
established.

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Objectives for training can be set in any area by
using one of the following four dimensions:
•Quantity of work resulting from training (for example,
number of words per minute typed or number of
applications processed per day)
•Quality of work after training (for example, dollar cost of
rework, scrap loss, or errors)
•Timeliness of work after training (for example, schedules
met or budget reports turned in on time)
•Cost savings as a result of training (for example, deviation
from budget, sales expense, or cost of downtime)

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Select Training Methods
The selection of training method can be affected by different
factors:

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 Some of the most
frequently used methods
1. On-The-Job Training
2. Job Instruction Training (JIT)
3. Simulation
4. Cooperative Training
5. Conference Training
6. Distance Training/Learning
7. Lecture
8. Video and Film
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 III. Evaluating Training Effectiveness

Formative Evaluation: uses observation,

interviews, and surveys to monitor training while
its going on.
Summative Evaluation: measures results when
training is complete in five ways:

1. Reaction

2. Learning/Knowledge

3. Behavior/Attitudes

4. Result/Productivity

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High

Results

Behavior

Learning

Reaction

Low

Easy Difficult

Ease of Measurement

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Types of Evaluation Designs

Train Measure

Post Test Only. Cannot tell if there is a change in

knowledge or skill.

Measure Train Measure

Pre-test with Post-test. Detects a change, but cannot

tell if training was responsible.
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PRE-/POST-MEASURE WITH
CONTROL GROUP

Measure Train Measure

Measure No
Measure
Train

Scientific Method: Training Group and Control Group.

Compare performance of Training Group and Control
Group after training. If Training Group has higher
performance, it can be attributed to a training effect.
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 Performance Appraisal
&
Performance Management

It is no good having all the right people

all in the right place, but not delivering

the goods.

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Performance appraisal (PA) is the process of evaluating
how well employees perform their jobs when compared to a
set of standards, and then communicating that information
to those employees.
It is a systematic and objective way of judging the relative
worth of ability of an employee in performing his task
Such appraisal also has been called employee rating,
employee evaluation, performance review, performance
evaluation, and results appraisal.

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Traditionally PA systems have provided a
formalized process to review employee performance
per year or twice in a year. It is centrally designed
by HR department requiring each line manager to
appraise the performance of their staff, usually each
year.

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 Research shows that PA is widely used for administering
salaries, giving performance feedback, and for controlling
purpose.
However, now days, different organization start to use
Administrative
appraisal result alsoUses Development
for development of Uses
their employees.
• Compensation 
Identifying strengths and
• Promotion weakness
• Dismissal
• Downsizing
• Identifying areas for growth
• Layoffs • Development planning
• planning training
• Coaching and career planning

PERFORMANCE APPRAISAL 32
 Objective of Performance Appraisal

i) Providing basis for promotion/transfer/ termination

ii) Enhancing employees’ effectiveness
iii) Identifying employees’ training and development needs
iv) Removing dissatisfaction
v) Developing interpersonal relationship
vi) Aiding wage administration
vii) Exercising control
viii) Improving communication

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 Performance Appraisal Methods

Graphic Rating Scale

Checklist
Ranking
Critical Incident Method
Essay
Field Review
MBO
360 Degree Performance Appraisal

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 Management by Objectives(MBO)

The MBO Process

1. Job review and agreement
2. Development of performance
standards
3. Guided objective setting
4. Continuing performance
discussions

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360 Degree Performance Appraisal

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 Importance of 360 degree appraisal

a) Improved Feedback from more sources

b)Team Development
c) Personal and Organizational Performance
Development
d)Responsibility for Career Development
e) Reduced Discrimination Risk
f) Improved Customer Services
g) Training Needs Assessment
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 Problems in Performance Appraisal
1)Leniency Error
2) Halo Effect
3)Similarity Error
4)Low Appraiser Motivation
5)Central Tendency
6)Recency vs. Primacy Effect
7)Shifting Standards
8)Contrast effects
9)Stereotyping (Rater’s Bias)

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 How to Avoid/
Minimize Appraisal
Problems

Control
Know Use the Train Keep
Outside
Problems Right Tool Supervisors a Diary
Influences

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 Performance Management (PM)
Clark (2005) define PM:
PM is the process of establishing a framework in which performance
by human resources can be directed, monitored, motivated and
refined, and that the links in the cycle can be audited.
Thompson (1992) also indicate that, PM is represent a more holistic
view of performance in which PA is almost a key part of the system,
but is integrated with performance planning, which links an
individuals objectives to business objectives to ensure that employee
effort is directed towards organizational objectives.
PM is the process of creating a work environment of setting in
which people are enabled to perform to the best of their abilities.
PM systems that begin when a job is defined as needed, and it ends
when an employee leaves the organization.
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Stages in a performance Management system

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 Difference between PM & PA
PA emphasizing more on the appraisal aspect, while PM’s stress being on
performance improvement.
PA is just a mechanism of controlling employee performance through--salary
administration, reward administration, promotion and taking disciplinary action.
However, PM is about managing the performance of the employees by setting
KRAs( key result areas) and KPI (key performance indicators) so that people know
that what targets they are expected to achieve and what activities will be required to
accomplish your goals.
In PA system, the performance was judged at the end of the year and not
measuring that performance against clear and agreed objectives. In PM the motive
is to manage the performance throughout the year and not just judging it at the end
of the year.
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 Performance management focuses on actual performance
instead of memories of past performance and it is an on-
going process.
Performance management eliminates rater bias, a major
shortcoming of performance appraisals. In a PA the
employee’s future depends not just on performance, but
also on the goodwill of the supervisor.

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44
 How to improve Organizational Performance and Job
Satisfaction?

The PRIDE System

P-Provide a positive working environment

R-Reward and recognition
I-Involve and increase employee engagement
D-Develop the skills and potential of workforce
E-Evaluate and make continuous improvements

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